Comm/215 Case Study Essay

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During the conversation between Ron Davis – the relatively new general manager of the machine tooling group at Parker Manufacturing and Mike – a plant manager who reported to Ron, Ron had violated some principles of supportive communication and supportive listening. First of all, Ron had violated Descriptive and Problem-Oriented principles. For example, Ron expressed his thinking and opinion about what Mike did and stated Mike’s personalities: “I think you’re too chummy with some of your female personnel” or “I think you’re creating a substandard impression by not wearing a tie” and “Having things in

The common perception of a recruiter is evolving quickly in the workplace (Boswell 2001). Where once recruiters were viewed as a tool to simply acquire candidates, modern recruiters have greater responsibilities to their clients. These responsibilities can include tasks such as organizing paperwork, completing pre-screening measures, and even occasionally preparing training curriculum (Darrell 2002). Recruiters are further expected to provide quality screening of candidates and ensure the optimal match for each applicable position within a company (Posner 2006). As with any other job within a company, recruiters must take this work seriously and avoid procrastination to ensure a smooth transition for their candidates into the new workplace. Should the transition fail to be smooth, the full blame modernly falls on the recruiter who failed to use proper coordinating strategy.

The last argument of Hasanie is that he was a victim of constructive dismissal. Basically a constructive dismissal happens when an employer changes your working environment, inviting you to leave. However, Kaufel argues that they offered opportunities for growth within the group and that Hasanie was only waiting for his package. Finally they are arguing that they needed more time to reorganize the group and assign responsibilities.

IgG – funtions in neutralizing, opsonation, compliment activation, antibody dependent cell-mediated cytocity, neonatal immunity, and feedback inhibition of B-cells and found in the blood.

Marie is the department manager at Verve, Inc. She has been working in the position for five years. Marie starts every Monday morning with a 60-minute department meeting where each member in the department gets five minutes to report progress, share stories of success and failure, and seek general input, advice, and information. Jeremy is responsible for sharing an anecdote, an

I do not understand how can someone see people be treated the way patients at Willow brook were treated and no do anything about it. Patients at Willow brook were suffering. Seen their families talk about what they went thru made me very sad. I do not blame the parents for taking their sons/daughter to this facility. They did what they thought was right. They probably never imagined that this was going to happen. They took their children there thinking they were going to get help and get the right treatment. Thankfully some of them were taken from their families just in time, before something worst happen. The students and their parents, they were all victims of the inhumane way they were treated at Willow brook.

The first problem that arises is a disconnection between the staff and Leslie. Based on our

The case study focuses on an employee, Paul Keller, who is being affected by a number of factors. His job performance is hindered by constraints such as his work environment, his home environment, stressors, mood, and the management style of his superior. The case study demonstrates how his job performance is affected and what the consequences could be as a result of his poor job performance and lack of concentration.

Carl wasn’t given the proper tools to do his job successfully or to organize the efforts of the training class. The necessary tools that he would of needed in order to properly do his job would have been: shared calendar with the training room, a list of all required forms and testing to be completed by each new hire, and a daily overview of what will be discussed in

The Operations Supervisor Monica Carrolls, has entrusted Carl Robins to recruit and train 15 new hires. Despite Mr. Robins only being at the company for 6 months, he was able to accomplish the first round of his duty. He successfully hired 15 new recruits for Mrs.

Davis mentioned that Lloyd was concerned about his egos and set impracticable goals and made promises without consulting the other departments. The lack of communication between Lloyd and the other departments resulted in missed deadlines. To solve the many issues in the organization that Boyer’s previous attempt had failed to solve, Boyer hired Carla Reese a “heavyweight” organizational consultant with fast growing high-tech companies to help reestablish positive working relationships within the company. Carla met with each SVP individually to gain trust and understand their interest and concerns. Two issues that were alarming was Boyer’s questioned leadership skills and SVPs enmity towards Dave Lloyd. Upon completion of the interviews Carla identified four main issues-- lack of trust and communication among senior executives, inconsistent decision-making, confusion about goals and priority, and poor coordination-- among

Carter Racing and NASA examples discussed in the class taught us the value of the voice of dissension. While Stevens acts like the character of Tom from Carter Racing, Jack Bryant from Personnel Audit team would have been the voice of Paul. Carter should have included him on the team and listened to his experiences while talking to the employees and their managers. After all, his “on-the-ground” experience and intuition gained through the audit process was more likely to reveal the real situation than PAS or the brief audit reports. Just as NASA, after the Challenger Disaster instituted a rule that a launch could be vetoed by anyone in the team, including Jack in the conversation would have served as an antidote to overconfidence bias that would otherwise creep in.

In April, Carl Robins, a new recruiter for ABC, Inc, with only six months experience, successfully hired 15 new employees. The new trainees were hired to work for Monica Carrolls, the Operations Supervisor. Carl Robins scheduled a new hire orientation to take place June 15 with the intent of having all the new hires working by July. On May 15, Monica Carrolls contacted Carl about coordinating many issues for the new hires such as manuals, drug tests, and policy booklets. Carl assured Monica that he would coordinate everything and it would all be completed on time. In the beginning of June, while reviewing the new trainee file, Carl discovered several

During this period, both Rita Finch and Juan Rayes experienced negative events that caused turmoil in their way of working and in their relationships with their new co-workers Ronny Peters and Bill Jackson. This arrangement presented an opportunity for Carlos to use